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Ethical Leadership and Knowledge Hiding and Sharing Behavior in the Insurance Sector in Sierra Leone

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  • M’balu Alicia Kamara

    (School of Management, Beijing Normal University, Beijing, China.)

Abstract

This study examined the impact of ethical leadership on employees' knowledge-hiding and knowledge-sharing behaviors in the insurance sector, psychological safety mediating the relationship with knowledge-hiding behaviors and trust mediating the relationship with knowledge-sharing behaviors. Data were collected from 150 employees of RITCORP Insurance for this purpose. The data were analyzed using structural equation modeling via Smart PLS. The results indicate that ethical leadership adversely impacts knowledge-hiding behaviour while positively affecting knowledge-sharing behaviour among employees at RITCORP. The connection between ethical leadership and knowledge hiding behaviour is modulated by psychological safety; still, the overall effect on knowledge hiding is negative. Similarly, ethical leadership positively affects knowledge-sharing behaviour, with trust serving as a mediator in this interaction. This study makes a significant contribution to the existing literature on leadership and knowledge management. It emphasizes the importance of ethical leadership styles in promoting knowledge sharing and reducing knowledge-hiding behaviors. Therefore, this research adds to the literature on leadership systems.

Suggested Citation

  • M’balu Alicia Kamara, 2024. "Ethical Leadership and Knowledge Hiding and Sharing Behavior in the Insurance Sector in Sierra Leone," International Journal of Science and Business, IJSAB International, vol. 42(1), pages 175-192.
    • Handle: RePEc:aif:journl:v:42:y:2024:i:1:p:175-192
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    References listed on IDEAS

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    1. Peter J Jordan & Ashlea C Troth, 2020. "Common method bias in applied settings: The dilemma of researching in organizations," Australian Journal of Management, Australian School of Business, vol. 45(1), pages 3-14, February.
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